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PPMP 20011 Commercial Project Negotiation for Project Managers

Published : 13-Oct,2021  |  Views : 10


Describe the operation of diverse and complex government and nongovernment project contractual arrangements relevant to a range of managed services, ICT, and build agreements Analyse common arguments using logic, persuasion and influence factors commonly applied to conflicting and/or competing stakeholder agendas Differentiate methods of project negotiation, conflict management, and stakeholder engagement across projects consisting of differing technology standards and asset lifecycles.

Explain and apply methods of identifying and reconciling inconsistent and conflicting objectives and drivers that develop, maintain, mange relationships and communication with key stakeholders Explain the consequences of project delays, disruptions, and changes to planned activities and the methods for claims variations, liquidated damages, contract entitlements, and arbitration Evaluate project management tools that help avoid or provide conflict resolution via negotiated solutions.


Weekly Portfolio Learning Table

Description of topics including reading samples

Learnings from your experience, this and prior course reading, assignments

Supporting documentation including your prior learning

Week 11 Topic: Argument; Logic; Ethics.


The Internet Encyclopedia of Philosophy;


Emotional Intelligence;


QLD Government negotiation advice;


YouTube: Popular Videos – Negotiation;







The materials provided in this week are relevant to the Chunnel Project because project negotiation is possible through emotional intelligence because it recognizes the emotional needs of people (Kerzner 2013). In fact, the contractors and project owners engaged in good negotiations to reach the mutually acceptable solutions. Therefore, this week’s topic is related to the previous topic as it focuses on the negotiation skills required in contract negotiations and resolving conflicts. Indeed, the art of negotiation can facilitate and enhance commercial negotiation (Kerzner 2013). The argument involves expressing once views regarding the project. However, such arguments must be conducted within the ethical foundations. The project manager needs to be good in their argument to make the approach logical. The stakeholders must comply with the negotiation principles and use proper emotional intelligence during negotiation. This is because unethical project manager would face problems in meeting project targets. The unethical project manager will always disrupt or delay the project leading to high costs.


The QLD Government’s advice is practical because it focuses on good negotiations needed in a commercial negotiation (QLD 2017). Since good negotiations involve various stakeholders and collaboration, the process would be slow but would make the project successful. This is because the business is able to deliver quality solutions because of better relationships thus reduce future conflicts and problems. Commercial and human negotiations are never distinct because the process requires similar variables and skills (Kerzner 2013). In negotiation, governance provides the guidelines and leadership needed in negotiation. Without a doubt, the project managers should have an exemplary emotional intelligence to boost their negotiation skills. Interpersonal and intrapersonal intelligence helps the manager to appreciate the feelings and motivations of other project stakeholders. The emotional intelligence ensures stakeholders use emotional information thus facilitates understanding during project engagement.

PPMP20011 Course Profile

PPMP20011 Moodle Web site

Have you any insights you can add from other units you have studies or readings you’ve made?










Kerzner, H 2013, Project management: a systems approach to planning, scheduling, and control, 11th Edition. John Wiley & Sons, Hoboken, USA.

Queensland Government (QLD) 2017, Jul 21, Negotiating successfully. Available at

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